Not too many years ago, the head of General Motors, when asked by a congressional subcommittee how he felt about having 50 percent of the U.S. car market, reportedly responded, "I feel like I'm losing one out of every two sales."
As a then-junior executive, I and my colleagues were inspired, motivated and proud to be working with and for a management that was implying to the world that nothing could stop us from going after the entire market, except possibly a noncompetitive impediment such as an antitrust ruling.
Today's GM management apparently has taken the other fork in the road by proclaiming something like: "Not only are we now losing three out of every four sales, but we have conceded our future to competitive forces. This is evidenced by our reduction of personnel and cost cutting to the point where there will be insufficient people (both in numbers and talent) to improve market share significantly."
It doesn't require managerial genius to simply sell off operating divisions and cut expenses by looking inward at employee and retiree benefits and pensions. Why not look outward toward a market in which consumers will continue to buy superior quality products designed and priced attractively?
There doesn't seem to be much benefit in demoralizing and antagonizing everyone associated with the company just for the sake of financially shoring up managerial ineptness to keep Wall Street pacified and, for that matter, only in the short term.